Safe Agile Quotes

She thinks that by ducking and shooting she’s safe. Mages are like that. They tend to believe that nothing can touch them. But I’m an elf and a warrior. Fast. Agile. Strong. I close in.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

We honestly think that we ourselves and those around us should be proficient with spiritual power, moving and acting with agility and endurance, wisdom and purity, able to conquer long-established habits of sloth and rebelliousness, simply on the basis of our desire and effort and sincerity...We have to train for the spiritual life.

Keep your arms dow." He let go of the shirt and slipped his arms around me. A second later, his agile fingers unclasped my bra. "What are you doing?" He laughed as the straps slid down my arms, making me shiver. "Like I said before, get your mind out of the gutter. Your virtue is safe with me." "My virtue?" I wasn't sure if I wanted it to be safe with him. He peeked up. "For now.

She canted her wings and soared toward the top of it, where she could see a never-ending line of trees tossing violently in the wind. The hurricane made one more effort to throw her back into the sea, but she fought with her last reserves until she felt earth beneath her talons. She collapsed forward, clutching the wet soil for a moment, grateful to be alive. Keep going. They’re not safe yet. Clearsight pushed herself up and faced the trees. They were coming. The first two dragons she would meet in this strange new world. What would it be like to face unfamiliar tribes, completely different from the ones she knew? There wouldn’t be any NightWings like her here. No sand dragons, no sea dragons, no ice dragons. She’d glimpsed what these new dragons would look like, but she didn’t know anything yet about their tribes . . . or whether they would trust her. They stepped out of the trees, eyeing her with wary curiosity. Oh, they’re beautiful, she thought. One was dark forest green, the color of the trees all around them. His wings curved gracefully like long leaves on either side of him, and mahogany-brown underscales glinted from his chest. But it was the other who took Clearsight’s breath away. His scales were iridescent gold layered over metallic rose and blue, shimmering through the rain. He outshone even the RainWings she’d occasionally seen in the marketplace, and those were the most beautiful dragons in Pyrrhia. Not only that, but his wings were startlingly weird. There were four of them instead of two; a second pair at the back overlapped the front ones, tilting and dipping at slightly different angles from the first pair to give the dragon extra agility in the air. Like dragonflies, she realized, remembering the delicate insects darting across the ponds in the mountain meadows. Or butterflies, or beetles. She sat up and spread her front talons to show that she was harmless. “Hello,” she said in her very least threatening voice. The green one circled her slowly. The iridescent one sat down and gave her a small smile. She smiled back, although her heart was pounding. She knew she had to wait for them to make the first move. “Leefromichou?” said the green dragon finally, in a deep, calm voice. “Wayroot?” Take a breath. You knew it would be like this at first. “My name is Clearsight,” she said, touching her forehead. “I am from far over the sea.” She pointed at the churning ocean stretching way off to the east behind her. “Anyone speak Dragon?

We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.

SAFe® helps to improve the flow of value from the strategic level to the customers.

In our highly disjointed world at VeraComm, where functions don’t communicate well and don’t significantly collaborate, we fail to improve as a whole. Everybody seeks opportunities for improvement, but because we’re separated from each other, the best we can do is improve our individual step in the process and no more. We fail to understand that problems at one step can be caused by fundamental issues at another. And with learning cycles as slow as ours–pretty much equal to the frequency of releasing, every eight or ten months–we just can’t learn. Cause and effect are so widely separated from each other on the timeline that we simply cannot connect the dots. •

We cannot achieve deployments on demand if every code deployment requires two weeks to set up our test environments and data sets, and another four weeks to manually execute all our regression tests. The countermeasure is to automate our tests so we can execute deployments safely and to parallelize them so the test rate can keep up with our code development rate.

By speeding up flow through the technology value stream, we reduce the lead time required to fulfill internal or customer requests, especially the time required to deploy code into the production environment. By doing this, we increase the quality of work as well as our throughput and boost our ability to innovate and out-experiment the competition. The resulting practices include continuous build, integration, test, and deployment processes, creating environments on demand, limiting work in process (WIP), and building systems and organizations that are safe to change.

Create a safe space for your team. You can talk about psychological safety all day. But there’s nothing more powerful, nothing more convincing, than demonstrating that you’ve created a safe space. One way to do this: admit your own mistakes and share the impacts of your mistakes and the outcomes from your mistakes. Did the product fail? Did you learn from what happened? Share honestly and openly. Your examples speak loudly. They reveal not only your humility, but they also set the example for your team. They too will make mistakes, like you have. They too will be concerned or worried or scared, like you were. Set the example that mistakes happen—you make them, they make them—and that as a team, you discuss them, learn from them, and you move on together.

Done poorly, Conway’s Law will prevent teams from working safely and independently; instead, they will be tightly-coupled together, all waiting on each other for work to be done, with even small changes creating potentially global, catastrophic consequences.

This kind of service-oriented architecture allows small teams to work on smaller and simpler units of development that each team can deploy independently, quickly, and safely. Shoup notes, “Organizations with these types of architectures, such as Google and Amazon, show how it can impact organizational structures, [creating] flexibility and scalability. These are both organizations with tens of thousands of developers, where small teams can still be incredibly productive.

It’s said that a wise person learns from his mistakes. A wiser one learns from others’ mistakes. But the wisest person of all learns from others’ successes.

Myth—DevOps Means Eliminating IT Operations, or “NoOps”: Many misinterpret DevOps as the complete elimination of the IT Operations function. However, this is rarely the case. While the nature of IT Operations work may change, it remains as important as ever. IT Operations collaborates far earlier in the software life cycle with Development, who continues to work with IT Operations long after the code has been deployed into production. Instead of IT Operations doing manual work that comes from work tickets, it enables developer productivity through APIs and self-serviced platforms that create environments, test and deploy code, monitor and display production telemetry, and so forth. By doing this, IT Operations become more like Development (as do QA and Infosec), engaged in product development, where the product is the platform that developers use to safely, quickly, and securely test, deploy, and run their IT services in production.

These organizations are able to perform experiments to test business ideas, discovering which ideas create the most value for customers and the organization as a whole, and which are then further developed into features that can be rapidly and safely deployed into production.

Real learning gets to the heart of what it means to be human. Through learning, we recreate ourselves. Through learning, we become able to do something we never were able to do. Through learning, we re-perceive the world and our relationship to it. Through learning, we extend our capacity to create, to be part of the generative process of life. There is within each of us a deep hunger for this type of learning.” —Peter M. Senge,

Agility is the ability to adapt and respond to change … agile organizations view change as an opportunity, not a threat.” —Jim Highsmith

High Performance teams disrupt themselves to be future future and increase AdaptAgility. Fear based teams driven by greed protect the status quo, to be safe....but it's clearly not a safe smart approach to retain the status quo.

David Varonin is a digital business analyst with expertise in a wide array of platforms, including, but not limited to: Agile, Agile Craft, Azure DevOps, Jira, SAFe, and IBM 4690.

high performance starts with organizations whose leadership focuses on building an environment where people from different backgrounds and with different identities, experiences, and perspectives can feel psychologically safe working together, and where teams are given the necessary resources, capacity, and encouragement to experiment and learn together in a safe and systematic way.

DevOps requires potentially new cultural and management norms and changes in our technical practices and architecture. This requires a coalition that spans business leadership, Product Management, Development, QA, IT Operations, Information Security, and even Marketing, where many technology initiatives originate. When all these teams work together, we can create a safe system of work, enabling small teams to quickly and independently develop and validate code that can be safely deployed to customers. This results in maximizing developer productivity, organizational learning, high employee satisfaction, and the ability to win in the marketplace.

In the age of software, every business is a software business. Agility isn’t an option, or a thing just for teams; it is a business imperative.” —Dean Leffingwell, creator of SAFe

This model, which Kotter calls a dual operating system, restores the speed and innovation of the entrepreneurial network while leveraging the benefits and stability of the hierarchical system.

With SAFe, organizations can better link strategy with execution, innovate faster and deliver high-quality solutions to the market more quickly.

interconnected, real-time world in which every industry depends on technology and every organization is (at least in part) a software company.

Lean Portfolio Management aligns strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance.

Overloading teams and ARTs with more work than can be reasonably accomplished causes too much WIP, which confuses priorities, causes frequent context switching, and increases overhead and wait times. Like a crowded highway at rush hour, there is simply no upside to having more WIP than the system can handle. Experience shows that excess WIP drives high utilization, which results in the inability to respond to change, burnout, late product launches, reduced profits, and poor economic outcomes.

The last insight to improve flow is to manage and reduce the length of the work queue. Long queues of work create all sorts of undesirable results.

Leaders set the example through coaching, empowering, and engaging individuals and teams to reach their highest potential.

The Lean-Agile mindset is the combination of beliefs, assumptions, attitudes, and actions of leaders and practitioners who embrace the concepts of the Agile Manifesto and Lean thinking and apply it in their daily lives.

Lean-Agile Leadership describes how Lean-Agile leaders drive and sustain organizational change by empowering individuals and teams to reach their highest potential.

Organizational Agility describes how Lean-thinking people and Agile teams optimize their business processes, evolve strategy with clear and decisive new commitments, and quickly adapt the organization as needed to capitalize on new opportunities.

To begin the Lean-Agile journey and instill new habits into the culture, everyone must adopt the values, mindset, and principles provided by SAFe, Lean thinking, and the Agile Manifesto. This new mindset creates the foundation needed for a successful Lean-Agile transformation.

The first step to correct the problem is to make the current WIP visible to all stakeholders. The simple Kanban board in Figure 4-8 provides one example of how to do this.

Strategic themes are elaborated by using a simple phrase or by using the Objectives and Key Results (OKRs) format

In typical DevOps transformations, as we progress from deployment lead times measured in months or quarters to lead times measured in minutes, the constraint usually follows this progression: Environment creation: We cannot achieve deployments on-demand if we always have to wait weeks or months for production or test environments. The countermeasure is to create environments that are on demand and completely self-serviced, so that they are always available when we need them. Code deployment: We cannot achieve deployments on demand if each of our production code deployments take weeks or months to perform (i.e., each deployment requires 1,300 manual, error-prone steps, involving up to three hundred engineers). The countermeasure is to automate our deployments as much as possible, with the goal of being completely automated so they can be done self-service by any developer. Test setup and run: We cannot achieve deployments on demand if every code deployment requires two weeks to set up our test environments and data sets, and another four weeks to manually execute all our regression tests. The countermeasure is to automate our tests so we can execute deployments safely and to parallelize them so the test rate can keep up with our code development rate. Overly tight architecture: We cannot achieve deployments on demand if overly tight architecture means that every time we want to make a code change we have to send our engineers to scores of committee meetings in order to get permission to make our changes. Our countermeasure is to create more loosely-coupled architecture so that changes can be made safely and with more autonomy, increasing developer productivity.

Leaders have to understand the principles and practices of change leadership and organizational change management. They must become curators, caretakers, and defenders of the new way of working.

Hello 2k Players! Get ready to be in your DND (Do Not Disturb) mode and sleepless nights because NBA 2K18 is here and it is here to stay. If you still do not have it, be sure to get hold of it as fast as you can. Also, continue reading if you would like to find out where to get and how to use the NBA 2K18 Locker Codes Generator for free! [Copy link to your browser to visit] ==>> nba2k18freevc.net There have been a lot of different look and set up. Small and intricate details are added but this just makes it even better. NBA2K18 still have the same general notion as what it continues to offer over the years, but those added details and new look makes it even better with a totally different feel. Great graphics as always plus a whole new lot of customizing your character. We will get to that in a little while. In NBA2K18, MyCareer now caps off and limits your character’s skill set and abilities, but there is a way out and improve. Increase your character’s skills and abilities like agility and play-making by practicing. Yes, you heard it right, practice, practice and more practice. There is a training room where you can either hang out to chill or train your character through shooting. By continuously playing, you will fill up a blue bar to unlock and go above that cap. In addition, NBA2K18 also offers traveling to different places and play in different courts. While changing location will surely entail loading in the game, NBA2K18 loading is quick. Given of course that you have a decent and stable internet connection. Gameplay is also a little bit different because now you can play any position you want, may it be Forward, Center, etc. Of course, depending on your player as well. Also, be sure to download the MyNBA2K18 app from iOS or Android store and login with the same account you use for NBA 2K18 for you to earn VC. You can use the app to start scanning your face, which will then be uploaded into your account to be used for your own character. Remember to complete the warm up challenges to start your NBA journey. NBA2K18 also offers League Pack Boxes which are available for purchase using VC (Virtual Currency). Another thing is that you can also unlock levels with your VC from Rookie to Pro to All Star to Superstar and then of course, Legend. Spend dollars acquire VC points which will then let you to upgrade attributes, unlock items and avail different packages. Do you want more NBA 2K18 Locker Codes? Now if you want or maybe in dire need of VCs and upgrade your gameplay, you may want to try our NBA 2K18 Locker Codes Generator for free. In case that you didn’t know, locker codes can unlock items, VCs and a lot more. The generated locker codes are highly suitable for these devices: Microsoft Windows, PlayStation 3, PlayStation 4, XBOX ONE and XBOX360. Again, this is for free and you can generate fresh, new, and unlimited locker codes. Note that we have also added security features in the NBA 2K18 Locker Codes Generator that will help ensure that it always stay as secure, safe from any viruses and untraceable from any game banns.

TRANSFORM LOCAL DISCOVERIES INTO GLOBAL IMPROVEMENTS When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge. In other words, when teams or individuals have experiences that create expertise, our goal is to convert that tacit knowledge (i.e., knowledge that is difficult to transfer to another person by means of writing it down or verbalizing) into explicit, codified knowledge, which becomes someone else’s expertise through practice. This ensures that when anyone else does similar work, they do so with the cumulative and collective experience of everyone in the organization who has ever done the same work. A remarkable example of turning local knowledge into global knowledge is the US Navy’s Nuclear Power Propulsion Program (also known as “NR” for “Naval Reactors”), which has over 5,700 reactor-years of operation without a single reactor-related casualty or escape of radiation. The NR is known for their intense commitment to scripted procedures and standardized work and the need for incident reports for any departure from procedure or normal operations to accumulate learnings, no matter how minor the failure signal—they constantly update procedures and system designs based on these learnings. The result is that when a new crew sets out to sea on their first deployment, they and their officers benefit from the collective knowledge of 5,700 accident-free reactor-years. Equally impressive is that their own experiences at sea will be added to this collective knowledge, helping future crews safely achieve their own missions.

A continuous learning culture will likely be the most effective way for this next generation of workers to relentlessly improve, and the successful companies that employ them.

excess Work In Process (WIP) produces multitasking (lowering productivity), unpredictability (lowering trust and engagement), and burnout (lowering everything).

The same level of attention and effort should be devoted to the launch of each subsequent train as for the first, focusing initially on ARTs within the same value stream before moving onto the next value stream.

One of the best ways to create team safety is to create an environment in which team members feel safe to take risks.

Achieving business agility requires a more flexible approach to all types of contracts. How this is achieved depends on the nature and type of contract, but each must be considered in terms of the adaptability that may be required as strategy evolves.

The ‘SAFe managed-investment contract’ describes an Agile approach to contracts and can be found on the SAFe website.

Instead of failing fast, consider learning early. I find that learning early creates a different mindset for me. I now create small, safe-to-fail experiments. I manage my ambiguity around the entire deliverable by creating small steps.

The way people perceive things is truly important. In a sense, it is the most important thing there is.

People with high happiness levels sometimes exhibit behavior that is actually more rigid. That’s because mood affects the way our brains process information. When life is good, and we feel great, and when the environment is safe and familiar, we tend not to think long and hard about anything too challenging—which helps explain why highly positive people can be less creative than those with a more moderate level of positive emotion.

Instead of only scaring our people about the dangers of not taking a plunge, why not also make them feel safe enough to take some risks?